8obblns !

udge
CrganlzaLlonal 8ehavlor
13Lh LdlLlon
cboptet 12 8oslc Apptoocbes to
leoJetsblp
SLudenL SLudy Slldeshow
8ob SLreLch
SouLhwesLern College
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ChapLer Cb[ecLlves
W AfLer sLudylng Lhls chapLer you should be able Lo
ueflne leadershlp and conLrasL leadershlp and managemenL
Summarlze Lhe concluslons of LralL Lheorles
ldenLlfy Lhe cenLral LeneLs and maln llmlLaLlons of behavloral
Lheorles
Assess conLlngency Lheorles of leadershlp by Lhelr level of
supporL
ConLrasL Lhe lnLeracLlve Lheorles (paLhgoal and leadermember
exchange)
ldenLlfy Lhe slLuaLlonal varlables ln Lhe leaderparLlclpaLlon
model
Show how uS managers mlghL need Lo ad[usL Lhelr leadershlp
approaches ln 8razll lrance LgypL and Chlna
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JhaL ls Leadershlp?
W Leadershlp
1he ablllLy Lo lnfluence a group Loward Lhe
achlevemenL of goals
W ManagemenL
use of auLhorlLy lnherenL ln deslgnaLed formal
rank Lo obLaln compllance from organlzaLlonal
members
W 8oLh are necessary for organlzaLlonal success
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1ralL 1heorles of Leadershlp
W 1heorles LhaL conslder personallLy soclal physlcal or
lnLellecLual LralLs Lo dlfferenLlaLe leaders from
nonleaders
W noL very useful unLll maLched wlLh Lhe 8lg llve
ersonallLy lramework
W Leadershlp 1ralLs
LxLroverslon
ConsclenLlousness
Cpenness
LmoLlonal lnLelllgence (Cuallfled)
W 1ralLs can predlcL leadershlp buL Lhey are beLLer aL
predlcLlng leader emergence Lhan effecLlveness
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8ehavloral 1heorles of Leadershlp
W 1heorles proposlng LhaL speclflc behavlors
dlfferenLlaLe leaders from nonleaders
W ulfferences beLween Lheorles of leadershlp
1ralL Lheory leadershlp ls lnherenL so we musL
ldenLlfy Lhe leader based on hls or her LralLs
8ehavloral Lheory leadershlp ls a sklll seL and can
be LaughL Lo anyone so we musL ldenLlfy Lhe
proper behavlors Lo Leach poLenLlal leaders
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lmporLanL 8ehavloral SLudles
W Chlo SLaLe unlverslLy
lound Lwo key dlmenslons of leader behavlor
W lnlLlaLlng sLrucLure Lhe deflnlng and sLrucLurlng of roles
W ConslderaLlon [ob relaLlonshlps LhaL reflecL LrusL and respecL
W 8oLh are lmporLanL
W unlverslLy of Mlchlgan
Also found Lwo key dlmenslons of leader behavlor
W LmployeeorlenLed emphaslze lnLerpersonal relaLlonshlps and ls
Lhe mosL powerful dlmenslon
W roducLlonorlenLed emphaslze Lhe Lechnlcal aspecLs of Lhe [ob
1he dlmenslons of Lhe Lwo sLudles are very slmllar
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8lake and MouLon's Managerlal Crld
W uraws on boLh sLudles Lo assess leadershlp
sLyle
Concern for eople" ls ConslderaLlon and
LmployeeCrlenLaLlon
Concern for roducLlon" ls lnlLlaLlng SLrucLure
and roducLlonCrlenLaLlon
W SLyle ls deLermlned by poslLlon on Lhe graph
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ConLlngency 1heorles
W Jhlle LralL and behavlor Lheorles do help us
undersLand leadershlp an lmporLanL componenL
ls mlsslng Lhe envlronmenL ln whlch Lhe leader
exlsLs
W ConLlngency 1heory deals wlLh Lhls addlLlonal
aspecL of leadershlp effecLlveness sLudles
W 1hree key Lheorles
llelder's Model
Persey and 8lanchard's SlLuaLlonal Leadershlp 1heory
aLhCoal 1heory
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lledler Model
W LffecLlve group performance depends on Lhe proper maLch
beLween leadershlp sLyle and Lhe slLuaLlon
Assumes LhaL leadershlp sLyle (based on orlenLaLlon revealed ln
LC quesLlonnalre) ls flxed
W Conslders 1hree SlLuaLlonal lacLors
Leadermember relaLlons degree of confldence and LrusL ln Lhe
leader
1ask sLrucLure degree of sLrucLure ln Lhe [obs
oslLlon power leader's ablllLy Lo hlre flre and reward
W ot effectlve leoJetsblp most cbooqe to o leoJet wbo flts
tbe sltootloo ot cbooqe tbe sltootloool votlobles to flt tbe
cotteot leoJet
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AssessmenL of lledler's Model
W oslLlves
Conslderable evldence supporLs Lhe model
especlally lf Lhe orlglnal elghL slLuaLlons are
grouped lnLo Lhree
W roblems
1he loglc behlnd Lhe LC scale ls noL well
undersLood
LC scores are noL sLable
ConLlngency varlables are complex and hard Lo
deLermlne
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lledler's CognlLlve 8esource 1heory
W A reflnemenL of llelder's orlglnal model
locuses on sLress as Lhe enemy of raLlonallLy and
creaLor of unfavorable condlLlons
A leader's lnLelllgence and experlence lnfluence
hls or her reacLlon Lo LhaL sLress
W SLress Levels
Low SLress lnLellecLual ablllLles are effecLlve
Plgh SLress Leader experlences are effecLlve
W 8esearch ls supporLlng Lhe Lheory
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Persey 8lanchard's SlLuaLlonal
Leadershlp
W A model LhaL focuses on follower readlness"
lollowers can accepL or re[ecL Lhe leader
LffecLlveness depends on Lhe followers' response Lo Lhe leader's
acLlons
8eadlness" ls Lhe exLenL Lo whlch people have Lhe oblllty and
wlllloqoess Lo accompllsh a speclflc Lask
W A paLernal model
As Lhe chlld maLures Lhe adulL releases more and more conLrol
over Lhe slLuaLlon
As Lhe workers become more ready Lhe leader becomes more
lolssezfolte
W An lnLulLlve model LhaL does noL geL much supporL from
Lhe research flndlngs
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Pouse's aLhCoal 1heory
W 8ullds from Lhe Chlo SLaLe sLudles and Lhe expecLancy
Lheory of moLlvaLlon
W 1he 1heory
Leaders provlde followers wlLh lnformaLlon supporL and
resources Lo help Lhem achleve Lhelr goals
Leaders help clarlfy Lhe paLh" Lo Lhe worker's goals
Leaders can dlsplay mulLlple leadershlp Lypes
W lour Lypes of leaders
ulrecLlve focuses on Lhe work Lo be done
SupporLlve focuses on Lhe wellbelng of Lhe worker
arLlclpaLlve consulLs wlLh employees ln declslonmaklng
AchlevemenLCrlenLed seLs challenglng goals
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aLhCoal Model
W 1wo classes of conLlngency varlables
LnvlronmenLal are ouLslde of employee conLrol
SubordlnaLe facLors are lnLernal Lo employee
W Mlxed supporL ln Lhe research flndlngs
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LeaderMember Lxchange (LMx)
1heory
W A response Lo Lhe falllng of conLlngency Lheorles Lo
accounL for followers and heLerogeneous leadershlp
approaches Lo lndlvldual workers
W LMx remlse
8ecause of Llme pressures leaders form a speclal
relaLlonshlp wlLh a small group of followers Lhe lngroup"
1hls lngroup ls LrusLed and geLs more Llme and aLLenLlon
from Lhe leader (more exchanges")
All oLher followers are ln Lhe ouLgroup" and geL less of
Lhe leader's aLLenLlon and Lend Lo have formal
relaLlonshlps wlLh Lhe leader (fewer exchanges")
Leaders plck group members early ln Lhe relaLlonshlp
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LMx Model
W Pow groups are asslgned ls unclear
lollower characLerlsLlcs deLermlne group
membershlp
W Leaders conLrol by keeplng favorlLes close
W 8esearch has been generally supporLlve
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room eLLon's LeaderarLlclpaLlon
Model
W ow a leader makes declslons ls as lmporLanL as wbot
ls declded
W remlse
Leader behavlors musL ad[usL Lo reflecL Lask sLrucLure
normaLlve" model Lells leaders how parLlclpaLlve Lo be ln
Lhelr declslonmaklng of a declslon Lree
W llve leadershlp sLyles
W 1welve conLlngency varlables
W 8esearch LesLlng for boLh orlglnal and modlfled models
has noL been encouraglng
Model ls overly complex
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Clobal lmpllcaLlons
W 1hese leadershlp Lheorles are prlmarlly sLudled ln
Lngllshspeaklng counLrles
W CLC8L does have some counLryspeclflc lnslghLs
8razlllan Leams prefer leaders who are hlgh ln
conslderaLlon parLlclpaLlve and have hlgh LC scores
lrench workers wanL a leader who ls hlgh on lnlLlaLlng
sLrucLure and LaskorlenLed
LgypLlan employees value LeamorlenLed parLlclpaLlve
leadershlp whlle keeplng a hlghpower dlsLance
Chlnese workers may favor a moderaLely parLlclpaLlve sLyle
W Leaders should Lake culLure lnLo accounL
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Summary and Managerlal lmpllcaLlons
W Leadershlp ls cenLral Lo undersLandlng group
behavlor as Lhe leader provldes Lhe dlrecLlon
W LxLroverslon consclenLlousness and openness all
show conslsLenL relaLlonshlps Lo leadershlp
W 8ehavloral approaches have narrowed leadershlp
down lnLo Lwo usable dlmenslons
W need Lo Lake lnLo accounL Lhe slLuaLlonal
varlables especlally Lhe lmpacL of followers
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All rlghLs reserved no parL of Lhls publlcaLlon may be
reproduced sLored ln a reLrleval sysLem or LransmlLLed ln
any form or by any means elecLronlc mechanlcal
phoLocopylng recordlng or oLherwlse wlLhouL Lhe prlor
wrlLLen permlsslon of Lhe publlsher rlnLed ln Lhe unlLed
SLaLes of Amerlca
CopyrlghL 2009 earson LducaLlon
lnc ubllshlng as renLlce Pall